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	<title>PMServicesNW &#187; Leadership</title>
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	<description>Free project management information and downloads</description>
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		<title>A New Take on Project Leadership</title>
		<link>http://www.pmservicesnw.com/2011/03/a-new-take-on-project-leadership/</link>
		<comments>http://www.pmservicesnw.com/2011/03/a-new-take-on-project-leadership/#comments</comments>
		<pubDate>Tue, 29 Mar 2011 02:58:04 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[business lead]]></category>
		<category><![CDATA[project manager]]></category>
		<category><![CDATA[technical lead]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2798</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP PMI emphasizes the role of the project manager as the key figure in project leadership.  It is true that the project manager leads the work effort and manages the all of the project relationships from the project sponsors and stakeholders, to the project team, and including any vendor relationships for the duration of the project.  But I saw something tonight that caused me to consider two additional roles that are also key to project success. Surfing the internet I found a presentation by Peter P. Yim, San Jose State University dated October 19, 2002 and November 9, 2002:  http://wrrf.cim3.org/files/workshops/Project_Management/wrrf_project_management_v1-3_20021109.ppt In his presentation, Mr. Yim proposes that project leadership is typically composed of 3 important roles.  They are: Business Lead – Knows Why The owner of the purpose of the project The business lead crafts the idea and builds the vision From my perspective, the business lead may not be the project sponsor Perhaps the business lead is the Sales Person responsible to sell the project idea to the project sponsor Technical Lead – Knows How The technical lead is the subject matter expert The technical lead understands the solution, the technology, the system internals Responsible [...]]]></description>
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		<title>Leadership – Theory X</title>
		<link>http://www.pmservicesnw.com/2011/01/leadership-theory-x/</link>
		<comments>http://www.pmservicesnw.com/2011/01/leadership-theory-x/#comments</comments>
		<pubDate>Wed, 12 Jan 2011 03:42:26 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[leadership theory x]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=364</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP The Theory X manager makes certain assumptions: Workers dislike work Workers avoid responsibility Workers receive security from paycheck Workers only respond to coercion, control and direction Autocratic style Hard style Assumes the only motivation to work is money Assumes workers dislike and avoid work Threats and disciplinary action used to motivate Threats of punishment or firing Authoritarian By Douglas McGregor, 1960 About the Author: Ray Myers, Jr. is a PMP certified project manager with over 2o years experience planning and managing technology projects.   Contact Ray at wwwpmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Leadership – Theory J</title>
		<link>http://www.pmservicesnw.com/2010/12/leadership-theory-j/</link>
		<comments>http://www.pmservicesnw.com/2010/12/leadership-theory-j/#comments</comments>
		<pubDate>Sun, 26 Dec 2010 03:43:28 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[leadership theory j]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=362</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP Strict Japanese Style: Employment is for life Layoffs are rare Promotions are slow Emphasizes job rotation Group decision making Informal control—relies on trust and goodwill Shared responsibility Organizational concern for professional and personal life About the Author: Ray Myers, Jr. is a PMP certified project manager with over 2o years experience planning and managing technology projects.   Contact Ray at wwwpmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Leadership &#8211; Theory A</title>
		<link>http://www.pmservicesnw.com/2010/12/leadership-theory-a/</link>
		<comments>http://www.pmservicesnw.com/2010/12/leadership-theory-a/#comments</comments>
		<pubDate>Sat, 25 Dec 2010 03:22:24 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[leadership theory a]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=358</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP Strict American Style: Little job security—frequent layoffs Rapid promotions Specialization Managers make decisions Explicit organizational control Responsibility assigned on an individual basis Little concern for worker’s personal life About the Author: Ray Myers, Jr. is a PMP certified project manager with over 2o years experience planning and managing technology projects.   Contact Ray at wwwpmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<slash:comments>0</slash:comments>
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		<title>3 Keys to Project Leadership</title>
		<link>http://www.pmservicesnw.com/2010/09/3-keys-to-project-leadership/</link>
		<comments>http://www.pmservicesnw.com/2010/09/3-keys-to-project-leadership/#comments</comments>
		<pubDate>Thu, 23 Sep 2010 02:23:06 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Project Managers]]></category>
		<category><![CDATA[Improving Project Management Skill]]></category>
		<category><![CDATA[Project Management Training Program]]></category>
		<category><![CDATA[Transfer Of Training]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=666</guid>
		<description><![CDATA[So what is Project Leadership? Is it task lists? Is it Gantt charts? Schedules? People stuff? The answer is YES, all of the above, and much more. But the simple way to explain it is in 3 words: results, relationships, and expectations. To elaborate, project leadership is managing results and relationships to satisfy expectations. The results of the project must be clearly understood at all times throughout the project by the team members, management or stakeholders, and the customers. The team must have a way of dealing with the constantly “morphing” project. They need to understand and communicate those changes and be able to make decisions regarding those changes all during the project life. The relationships must be nurtured and grown to motivate the team members to accomplish the deliverable results for the project. In this time of cross-functional, cross-cultural, and cross-global teams, relationships are the heart of getting the work done. Some people are wooed into a false sense of security because they have people on their team that are “assigned” to be there. These people don&#8217;t work for the leader directly but they are assigned by their functional leader to be on the team. The problem here is [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Performance Management – How to run Effective One-to-ones</title>
		<link>http://www.pmservicesnw.com/2010/09/performance-management-%e2%80%93-how-to-run-effective-one-to-ones/</link>
		<comments>http://www.pmservicesnw.com/2010/09/performance-management-%e2%80%93-how-to-run-effective-one-to-ones/#comments</comments>
		<pubDate>Tue, 14 Sep 2010 01:10:16 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Teams]]></category>
		<category><![CDATA[effective one on ones]]></category>
		<category><![CDATA[Performance management]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=635</guid>
		<description><![CDATA[Managing the performance of each of their Team Members is one of the main accountabilities of the Manager. The goal is that each Team Member will achieve the desired performance and will continually improve and develop. The People Management process to achieve this is the regular one-to-one performance management meeting. This is not the annual review, where goals are set for the next six months or year. This is the regular one-to-one meeting held every week or two weeks, where the Manager and the Report work on current performance, set short term goals and establish learning points from day-to-day experience. The Objectives of the One-to-one The Performance one-to-one is a 15-20 minute meeting with the Team Member, held on a regular basis. The objective is to use this session to keep each person moving forward – developing, improving and motivated to achieve. It is private one-to-one time where the staff member gets the undivided attention of the Manager, and where his or her working life is top of the agenda. The format can vary from session to session, but the overall aim is that every one-to-one is productive and will take the Team Member forward. The most basic session is [...]]]></description>
		<wfw:commentRss>http://www.pmservicesnw.com/2010/09/performance-management-%e2%80%93-how-to-run-effective-one-to-ones/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>Leadership Styles</title>
		<link>http://www.pmservicesnw.com/2010/09/leadership-styles/</link>
		<comments>http://www.pmservicesnw.com/2010/09/leadership-styles/#comments</comments>
		<pubDate>Sat, 11 Sep 2010 00:26:01 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[leadership styles]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=387</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP Rita Mulcahy states that project management is heavily dependent on managing people.  She continues and recommends that the project manager must determine the most appropriate leadership style for the needs of the project or for whatever part of the project manager is involved in.  Some leadership styles are: Directing &#8211; Telling others what to do Facilitating &#8211; Coordinating the input of others Coaching – Instructing others Supporting – Providing assistance along the way Autocratic – Making decisions without input Consultative – Investing ideas from others Consensus – Problem solving in a group with decision making on group agreement  Rita Mulcahy, PMP Exam Prep About the Author: Ray Myers is a PMP certified project manager with over 2o years experience planning and managing technology projects. &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>Leadership – LMX Theory</title>
		<link>http://www.pmservicesnw.com/2010/08/leadership-lmx-theory/</link>
		<comments>http://www.pmservicesnw.com/2010/08/leadership-lmx-theory/#comments</comments>
		<pubDate>Mon, 02 Aug 2010 13:48:47 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leadership LMX Theory]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=385</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP Leader Member Exchange  Leaders create “in-groups” Leaders establish special relationships with the in-group In-group subordinates receive higher performance ratings In-groups have less turnover In-groups have greater satisfaction with their leader In-group members are trusted Get a disproportionate amount of the leader’s attention More likely to receive special favors Others fall into “out-groups” Members in the out-group get less of the leader’s time Receive fewer preferred rewards The relationship is based on formal authority interactions Analysis Leaders do differentiate between subordinates In-group / out-group status is related to employee performance About the Author: Ray Myers, Jr. is a PMP certified project manager with over 2o years experience planning and managing technology projects.   Contact Ray at wwwpmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Leadership – Theory Z</title>
		<link>http://www.pmservicesnw.com/2010/08/leadership-theory-z/</link>
		<comments>http://www.pmservicesnw.com/2010/08/leadership-theory-z/#comments</comments>
		<pubDate>Sun, 01 Aug 2010 13:19:29 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[leadership theory z]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=372</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP The Americanized Japanese style of management believes that people are: Self motivated Loyal Characteristics Long term, semi-permanent employment Workers are participative Workers perform many and varied tasks Emphasizes job rotation and generalization Continuously trains workers Managers trust workers Managers are typically coaches Workers have input into decision-making process Conflict resolved with discussion, collaboration and negotiation Frequent performance appraisals Slow promotions By William Ouchi About the Author: Ray Myers, Jr. is a PMP certified project manager with over 2o years experience planning and managing technology projects.   Contact Ray at wwwpmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Leadership &#8211; Theory Y</title>
		<link>http://www.pmservicesnw.com/2010/07/leadership-theory-y/</link>
		<comments>http://www.pmservicesnw.com/2010/07/leadership-theory-y/#comments</comments>
		<pubDate>Sat, 31 Jul 2010 13:09:53 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[leadership theory y]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=366</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP The Theory Y manager makes certain assumptions: Participative style Soft style Assumes motivation is the need to fulfill social, esteem, self-actualization and security Workers are creative and eager to work Workers respond to favorable working conditions Workers desire responsibility Workers see work as a natural activity Assumes work is as natural as play or rest Strong desire to participate in decision making Involved with organizational planning By Douglas McGregor, 1960 About the Author: Ray Myers, Jr. is a PMP certified project manager with over 2o years experience planning and managing technology projects.   Contact Ray at wwwpmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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